纳爱斯神话能否延续  

Chinese rival for P&G

作　　者：贺志刚 

出　　处：《IT经理世界》2004年第11期66-69,71-74,共8页

摘　　要：纳爱斯凭着一股冲劲与跨国公司打成了平手,但随后的持久竞争才是真正的考验。Ten years ago, Nice. based in Zhejiang Province, was a small and unknown producer of soap. However. Nice has entered a fast lane since 1992, and has led soap makers far ahead by making new soap products. Its profits are 99.3% of the total of all the soap producers in China. Nice began to produce soap powder in 1999. Only after three years, can it produce and sell one million tons of soap powder a year. Once it occupied 40% market of soap powder and compelled P&G and Unilever who had carried all before Chinese connterparts to very awkward positions. Therefore, in the first half of 2003, P&G launched a nationwide marketing campaign called 'Killing Eagle' operation, because Nice uses Eagle as its brand of soap powder. The campaign started bombardment through large-scale commercial TV ads. then its Tide soap powder followed Nice Eagle soap powder and appeared in every supermarket, even rural shops. P&G even cut Tide price from three yuan to one yuan. One year has passed. According to AC Nielsen, a market research company, the market share of Nice Eagle was 33.3%, only reduced 3.8% by the end of 2003, which was still far ahead of 10.3% market share of Tide. How does the Chinese company achieve such remarkable performance?

关 键 词：纳爱斯集团 浙江 日化行业 “雕牌”洗衣粉 品牌形象 营销策略 市场份额 销售渠道 

分 类 号：F426.7[经济管理—产业经济] F405